WORKFORCE DEVELOPMENT
Ideas on Staffi ng for the New Normal
Christy LeClair
Vice president, human resources Hearth Management
From the heart (Note: At the end of March, Hearth Management posted a simple video on its Facebook page with LeClair and COO Kevin Hunter inviting displaced workers to think about working in senior living, Hearth then set up “drive-thru” interviews outside communities. In an interview, LeClair gave insights into the approach.) The demographic we're appealing to are
the ones who want to help and to make a diff erence. Our company already has a culture of
making videos, and I think that that's been a very successful way of getting out to our people and to the public. We push them out on LinkedIn and Facebook. Communities would set up one of those
small tents, and we would have a table set up where we would practice social distancing in the interview. We spaced out interview times so there wouldn’t be a crowd in the parking lot. We had almost 700 people (in 15 com-
munities) apply in the week after the video. However, out of that number, if we're lucky, 5 percent to 10 percent will actually be a fi t. So I advise working through the process
and staying strong—and speaking to people from the heart.
Marina Aslanyan CEO
SmartLinx Solutions
Complete transformation Transformation will drive the future of senior care. The industry will adopt a new normal, putting technology in the forefront of their decisions rather than keeping it an afterthought. Communities will start evolv- ing operations right away—and by 2030 will completely change staffi ng approaches. Driving forces behind staffi ng changes:
• Tighter regulations on staff personal health data
• New touch-free authentication methods changing how staff can be tracked and allowing providers to potentially tap into a global database of healthcare providers
• Greater dependence on telecommunica- tions to connect residents and families. The current crisis is changing how
Americans perceive senior living options. Home health options could experience rap- id growth. The industry will respond with greater support for home health care options. New and evolving technology will also drive this movement, such as centralized databases of health care professionals to support long- term care and home health staffi ng needs.
Mark Woodka CEO
OnShift
Flexibility wanted Flexibility will be non-negotiable to allow employees to tend to personal responsibil- ities such as caring for a family, going to school, or working another job. The idea of the hard and fast 8-hour shift
will become obsolete, as a portion of our staff will work 2- to 4-hour shifts. Technol- ogy will allow us to be smarter about how we plan our workday and help us identify opportunities to optimize care delivery. Additionally, telehealth will come into
mainstream use and will be an important and eff ective tool in delivering care. I hope the industry will be better recog-
nized for the incredible work that they do and our commitment to providing outstand- ing care, day in and day out—and garner more support from the government as a full partner in health care delivery. It’s a shame that the sector has had to wait to receive the necessary PPE when we have people risking their lives to care for residents—the group most vulnerable to the disease. This story needs to be told, not only for
recognition’s sake, but to help us demon- strate the rewarding, necessary work in senior living to job seekers.
MAY/JUNE 2020
ARGENTUM.ORG 35
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